Strategic Economic Development Plan for Cumberland County

8/20/2019 Strategic Economic Development Plan for Cumberland County

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This document was prepared by the CAEDC staff and its Policy & Planning Committee. It was approved by its Board of Directors on 9/15/15 and is now being

circulated to the public and the County’s stakeholders for public comment .

Chapter 5: Economic Development Strategies

Fundamental Goals of Economic Development

1. INCREASE THE COMMERCIAL AND INDUSTRIAL TAX BASE

2. INCREASE THE MEDIAN INCOME AND OPPORTUNITIES FOR THE BROADEST ARRAY OF RESIDENTS

3. MAINTAIN A DIVERSIFIED INDUSTRY BASE


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Economic Development Focus Areas (5 year Implementation Timeframe)The six strategic focus areas through which CAEDC works to achieve the three fundamental goals of economic

development for Cumberland County are:

1. Business Attraction

Targeted focus on attracting specific industries that match Cumberland County’s assets and provide economicvalue to the Cumberland County economy

2. Business Retention & Expansion Providing existing businesses in Cumberland County with the tools necessary to remain profitable and operating

within Cumberland County3. Redevelopment & Reuse

Collaborating with Cumberland County Housing and Redevelopment Authorities (CCHRA) to ensure thatredevelopment sites and reused buildings have the tools necessary to attract new users

4. Funding & Financing

Providing technical assistance and knowledge of potential federal, state, local and private fundingopportunities for Cumberland County and ensuring that businesses have access to capital by providing gapfinancing to purchase property, equipment and working capital

5. Visitor Growth Attracting visitors to the Cumberland Valley destination through marketing and promotional efforts and

supporting the visitors experience

6. Stakeholder Engagement Engaging all public, private and non-profit entities within Cumberland County and the region that benefit from

the economic development and destination marketing efforts of CAEDC in order to spread awareness ofavailable services and provided assistance


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5.1 Business Attraction

Business Attraction- Strategy #1 Industry Needs Assessment and Targeted Business Attraction Plan

In order to use resources most effectively to attract businesses to Cumberland County, the six industry clusters must be narrowed down to aspecific cluster for targeted business attraction efforts. This process will occur in 5 year intervals throughout which, CAEDC will evaluate the currentindustry target, impact of activities and re-analyze the industry clusters.

Action Steps

Action Steps Internal Responsibility External Partnerships Schedule Key Resources

Analyze industry data for industries within the six industry clusters toidentify which industry should be the focus of targeted businessattraction efforts for the current 2016-2021, five year time frame:

COMPLETED: Agribusiness identified as targeted businessattraction industry for 2016-2021

Business AttractionStaff

Marketing Staff

CommunicationsStaff

DCED

PDA

PA L&I

CCPD CC Chambers

Industry Trade

Groups,

Organizations and

Associations

Municipalities

Complete Funding Technology

Outside

Consultation

Identify and collect data for key occupations that support theindustry cluster targeted for business attraction incorporatingtalent attraction efforts


Business RetentionStaff

Ongoing

Conduct meetings with identified industries within the targetedattraction industry cluster that are located outside Cumberland

County to understand their locational needs



0-2 Yrs

Conduct meetings with existing businesses in Cumberland Countyto determine the new ancillary business that, if attracted to thearea, could assist in growth and expansion of existing industrieswithin the targeted attraction industry cluster and develop workplan


Business Retention

Staff

0-2 Yrs

Implement attraction work plan for targeted business attractionindustry; including activity assessment at end of Five year cycle


Marketing Staff

2-4 Yrs

Goal 1

Goal 2

Goal 3


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and repeat action steps to determine next industry cluster forattraction

CommunicationsStaff

Activity Milestones Complete internal attraction work plan by end of 4th Quarter 2015 Implement internal attraction work plan by 4 th Quarter 2016 Begin analysis and plan development every five years (next cycle 2021-2026)


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Business Attraction- Strategy #2 Site Selection

CAEDC offers site selection assistance to business prospects assessing Cumberland County as a place to invest in. Working with the commercialreal estate community to showcase available properties in Cumberland County and utilizing economic development tools for potential sitedevelopment, CAEDC aims to attract businesses to become part of the Cumberland County economy.

Action Steps


Develop and execute a sites program that focuses onredevelopment, reuse, brownfield, greenfield, and targeted sitesfor economic development. Program will include utilizing

economic development tools, such as, LERTA, TIF, grants, low-interest financing, and providing advocacy for regulatorychallenges and zoning amendments

Business Attraction

Staff

Marketing Staff

CommunicationsStaff

GHAR/CommercialReal EstateCommunity

Municipalities

CC Chambers

DEP

CCPD

DCED

0-2 Yrs. Funding Technology

Outside

Consultation

Utilize the site selection tool, Cumberlandcountysites.com, as aresource to showcase available commercial and industrial sitesavailable in Cumberland County that match the six industryclusters laid forth in the economic development chapter of theCumberland County Comprehensive Plan

Business Attraction

Staff

Marketing Staff

CommunicationsStaff

Ongoing

Provide technical assistance to the government entities, businessdecision makers, brokers, realtors, and site selection consultantsthat are interested in sites throughout the County. Assist in

providing incentive packages for available sites.


Ongoing

Activity Milestones Refine site selection tool to complement the six identified industry clusters by 4 th Quarter 2015

Host 2 trainings for members of the real estate development community, local partners and organizations on usage of the site selection

tool by 1st Quarter 2017

Execute sites program by 2nd Quarter 2017

Meet with all commercial real estate firms representing properties in Cumberland County by 3 rd Quarter 2017

Increase website traffic and engagement, social media engagement and incoming calls resulting in lead generation

Goal 1

Goal 2

Goal 3


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Business Attraction- Strategy #3 Industry Marketing and Prospecting Campaign

Create a focused marketing campaign for targeted industries that incorporates a variety of marketing techniques for optimum industry attractionand develops relationships to generate leads for targeted attraction efforts.Targeted industry cluster for attraction 2016-2021: Agribusiness

Action Steps


Build and implement an integrated campaign to increaseawareness of the area as a business location, specifically focusedon Agribusiness for 2016-2021

Marketing Staff Communications

Staff

DCED PDA GHAR/Commercial

Real EstateCommunity Municipalities

CC Chambers

Industry Trade

Groups,

Organizations and

Associations

Ongoing Funding Technology

Outside

ConsultationEstablish relationships with Centers of Influence in targetedindustry for attraction (Agribusiness 2016-2021) for leads ofcompanies interested in relocating and/or expanding inPennsylvania

Business AttractionStaff 0 – 2 Yrs

Prospecting of decisions makers, developers, site selectors,brokers, and realtors that focus on targeted industry and areinterested in relocating and/or expanding in Pennsylvania


2-4 Yrs

Activity Milestones

Increase website traffic and engagement, social media engagement and incoming calls resulting in lead generation Create and distribute 1st industry marketing recruitment packages by 4 th Quarter 2017

Attend two industry trade show to market Cumberland County by 1st Quarter 2019

Revise marketing and prospecting campaign during 5 year cycle as industry of business attraction focus changes

Goal 1

Goal 2

Goal 3


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5.2 Business Retention and Expansion

Business Retention and Expansion- Strategy #1 Labor and Industry Data Collection

Determine and track vital information on Cumberland County top employers, major tax generators and industry trends in order to identify anypotential threats or growth opportunities for business retention.

Action Steps


Identify data points and information that are the most valuableto collect for retention & expansion purposesIndustry Sectors (Local, Regional, National)

Top Employers

Major Employers within each of the six identified industry clustersLabor Force

Business Retention& Expansion Staff

DCED PA L&I

CCPD

PDA

BLS

USCB

PSU

SCWIB

Industry Trade

Groups,

Organizations and

Associations

Complete Funding Technology

(specifically

research

tools)

Maintain database of all relevant data points collected andreport as needed about industry trends


Ongoing

Activity Milestones Create historical data tracking mechanism by 4 th Q 2015

Establish benchmarks for data points by 4th Q 2015

Establish reasonable reporting cycles as it relates to data availability

Begin reporting on exiting and new data points by 1st Quarter 2016

Annual report will include summary of trends, results and benchmarking success

Goal 1

Goal 2

Goal 3


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Business Retention and Expansion- Strategy #3 Military Support and Retention

Use the Cumberland York Area Local Defense Group (CYALDG) as the catalyst and driver of military retention in the greater region. Protecting themilitary interests in Cumberland County and nearby counties is necessary to maintain a well-balanced and vibrant economy. The militaryeconomic impact is significant for Cumberland County and needs to be a focus of long-term business retention.

Action Steps


The CYALDG will lobby on behalf of military interests in the regionto minimize BRAC activity and increase broader support forcontinued military operations within the region.

CYALDG DCED SCWIB

CC Chambers

MilitaryInstallations

Municipalities,

Regional

Governmental

Agencies

CCPD


Outside

ConsultationConduct SWOT Analysis and land-use evaluation to identify sitessurrounding military establishments in Cumberland County thatare opportunities for related development conducted with theassistance of outside consultation.


Outside Consultant

0-2 Yrs

Implement the consultant’s recommendations to support BRACefforts


Marketing Staff

Communications

Staff

0-2 Yrs

Activity Milestones Complete land-use, site evaluation by 2nd Quarter 2016

Begin analysis and implementation of consultant’s recommendations by 3rd Quarter 2016

Goal 1

Goal 2

Goal 3


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5.3 Redevelopment & Reuse

Redevelopment & Reuse- Strategy #1 Core Communities

The Cumberland County Housing and Redevelopment Authorities (CCHRA) are the leading agencies for redevelopment and reuse inCumberland County. CAEDC’s work with site selection, business attraction and incentive programs present an ideal opportunity to collaboratewith CCHRA on redevelopment and reuse efforts. CCHRA focuses on core communities and the downtown footprint while CAEDC focuses on allcommunities outside of the core communities.

Action Steps


Collaborate with CCHRA to assist in marketing and attractingpotential commercial and industrial users to CCHRA representedsites through additional funding and incentive strategies. CCHRArepresented sites refer to those within downtown districts, thoseowned by the CCHRA, and those sites that are utilizing CCHRAbrownfield cleanup assistance


DCED CCHRA

CCPD

CC Chambers

Municipalities

PA Downtown

Center

USDA

GHAR and Real

Estate Community

PennDOT

0-2 Yrs Funding

CAEDC will leverage their partnerships and knowledge base toassist the CCHRA with identifying potential large mixed residentialdevelopers and/or sites that fit with CCHRA needs at their requestas needed


2-4 Yrs

Activity Milestones

Meet with CCHRA, at least quarterly, to discuss current projects and potential collaboration efforts

Goal 1

Goal 2

Goal 3


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Redevelopment & Reuse- Strategy #2

Industrial & Commercial Sites Renewal

Sometimes available commercial and industrial building/sites are not able to attract a user in their present condition. To ensure that these vacantspaces allow for optimum infill development and sustainable development, CAEDC will utilize the sites program addressed in Business AttractionStrategy #2.

Action Steps


Determine targeted sites that are retail, commercial, office, andindustrial sites that exceed 50,000 SF with 90% or higher vacancylocated outside downtown districts in Cumberland County to beincluded in the sites program and implement sites program

(Business Attraction Strategy #2). The program will use thefollowing to attract users: Incentives (including financingprograms, LERTA, and TIF), Zoning and Regulations, andRemediation Options where applicable


DCED CCHRA

DEP

CCPD

CCIDA

CC Chambers

Municipalities

PA Downtown

Center

USDA

PennDOT

0-2 Yrs Funding Outside

Consultation

CAEDC will also partner with the Cumberland County IndustrialDevelopment Authority (CCIDA) to redevelop properties thatmeet the sites program criteria in special cases that require apublic development agency


2-4 Yrs

Activity Milestones Execute sites program by 2nd Quarter 2017

Goal 1

Goal 2

Goal 3


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5.4 Funding & Financing

Funding & Financing- Strategy #1 Funding Solutions Engagement Strategy

CAEDC offers funding and financing solutions for businesses, non-profits and municipalities within Cumberland County. Engaging thesestakeholders and potential clients to make them aware of CAEDC services and funding opportunities is critical to bring projects to fruition.

Action Steps


Identify various groups of stakeholders for potential funding and

financing opportunities within the Cumberland County

All Staff DCED DCNR CC Chambers

Municipalities

SBDC PDA

Cumberland

Valley Alliance

Financing

Institutions

(Public/Private)


Outside

ConsultationDevelop targeted marketing campaigns for various stakeholdergroups to market CAEDC and programs using print, social and

media outlets


Staff

Ongoing

Work with government relations firms and various governmententities to identify funding opportunities, including LERTA and TIF,available financing resources and any additional opportunitiesthat would aid the Cumberland County



Ongoing

Implement a financing and funding tracking program tocontinue assisting clients after working with CAEDC



0-2 Yrs

Activity Milestones Increase website traffic and engagement, social media engagement and incoming calls resulting in lead generation

Create annual work plans Monitor 2016-2021 financing/funding activity process, report annually at end of 1st Quarter

Goal 1

Goal 2

Goal 3


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Funding & Financing- Strategy #2 Growth of Outstanding Loan Portfolio

Low-interest, fixed term, gap financing is essential to help businesses achieve their goals to open and expand. CAEDC’s loan por tfolio is a diversemix of businesses throughout Cumberland County that have been able to achieve their goals. Continuing to grow the loan portfolio will allowmore businesses to open their doors in Cumberland County.

Action Steps


Identify opportunities to grow CAEDC’s CSBF Financing Program

through various funding streams, in addition to the Small Business

Administration 504 Program, in partnership with EDC Finance

Corporation.


DCED DCNR CC Chambers

CCPD

EDA

SBA

Financing

Institutions

(Public/Private)

USDA

0-2 Yrs Funding

Activity Milestones Increase number of loans in portfolio annually

Increase the portfolio balance available for lending annually

Goal 1

Goal 2

Goal 3


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Funding & Financing- Strategy #3

Small Business Growth and Entrepreneurship

Small business and entrepreneurship are the foundation of any economy. CAEDC will work with these businesses and entrepreneurs to providefinancing tools and referrals to appropriate technical assistance creating a supportive atmosphere for small businesses throughout CumberlandCounty.

Action Steps


Support start-ups and existing businesses seeking to start, grow or

expand through CAEDC’s microlending program


DCED CC Chambers

SBDC

EDA

PDA

Ben Franklin

Technology

Partners

MANTEC

SBA

Financing

Institutions

(Public/Private)

USDA

Ongoing Funding

Outside

ConsultationRefer businesses to service providers to develop business plans

and find shared space opportunities

Business Retention

& Expansion Staff

Ongoing

Refer start-up technology companies to the Ben FranklinTechCelerator start up program located at the Murata BusinessCenter in Carlisle, PA


Ongoing

Activity Milestones Increase microlending program participation annually

Maintain low delinquency rate

Track referrals to partners and increase referrals annually, first complete referral report by 4th Quarter 2016

Goal 1

Goal 2

Goal 3


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5.5 Visitor Growth

Visitor Growth - Strategy #1

Brand Awareness of Cumberland Valley

Create and implement marketing and communication campaigns to our target audiences, which includes leisure and business travelers, andresidents to increase visitation and connect consumers to businesses in Cumberland Valley.

Action Steps

Action Steps Internal

Responsibility

External Partnerships Schedule Key Resources

Build and implement integrated advertising and social mediacampaigns to increase awareness of the area as a leisuredestination


Staff

BAC All Partners

Residents

DCED/DCNR/PDA

PABBI/PATT/PRLA

South Mountain

Partnership

Lodging

STR

PennDOT

Municipalities

CCPD

MATPRA

Media

Ongoing Funding Consultant Technology

Connect with businesses and organizations to create/maintainbrand identity for Cumberland Valley and CAEDC

All Staff Ongoing

Develop a research strategy to monitor brand awareness and tomeasure ROI

Marketing Staff Ongoing/every twoyears

Implement Gateway Signage Program to let travelers know whenthey’ve arrived in Cumberland Valley

Marketing Staff 5+ yrs

Connect and develop relationships with travel media to increasestories written about our destination

Communications

Staff

Ongoing

Activity Milestones Increase website traffic and engagement, and social media engagement.

Conduct monthly visits to downtown/town businesses.

Receive final report for Consumer Perception and ROI Study by 4th quarter 2015.

Conduct an annual partner survey in the 2nd quarter of each year.

Receive PennDOT lease agreement to proceed with gateway project with sign installation.

Update Marketing, Communications, Social Media and Content Marketing Plans annually.

Goal 1

Goal 2

Goal 3


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Visitor Growth - Strategy #2 Visitors Experience

Develop, implement and maintain travel resources for our target audiences, which includes leisure and business travelers, and residents to supportand enhance their in-market experiences and to inspire travel to Cumberland Valley.

Action Steps


Produce marketing collateral, and website and social mediacontent to promote the destination and to complementmarketing campaigns


Staff

All tourismpartners

CCHS USAHEC/FMWR

Ironmaster’sMansion

Welcome Centers

Municipalities Downtown Orgs

MARO

Ongoing Funding Consultant Technology

Provide information and support for visitors at the Cumberland

Valley Visitors Center, USAHEC Information Desk and for incominggroups and tours

Visitors Services

Staff Tourism

DevelopmentStaff

Ongoing

Strategically distribute visitor guide and marketing collateral Visitors Services

Staff

Ongoing/Short

Improve way finding and visitors center signage to get visitorswhere they need to go.

Visitors ServicesStaff

Ongoing

Explore opportunity to support a stand-alone Visitors Center Visitors ServicesStaff

2-4 yrs

Activity Milestones Increase website traffic and engagement, and social media engagement.

Update Visitors Services and Distribution plan annually.

Goal 1

Goal 2

Goal 3


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5.6 Stakeholder Engagement

Stakeholder Engagement - Strategy #1

Expand and Cultivate Relationships

Stakeholders are essential to the work of CAEDC. Providing support and collaboration with the various stakeholders throughout CumberlandCounty will give CAEDC the tools to develop meaningful policies and programs that meet the economic development needs of all CumberlandCounty businesses, officials, organizations and community members.

Action Steps


Cultivate relationships with federal, state and local military andgovernment officials and offices

All Staff DCED CCHRA

CCPD

Educational

Institutions

CC Chambers

Municipalities

PREP partners

Cumberland

Valley Alliance


Expand relationships with higher educational institutions, schooldistricts and other educational partners throughout Cumberland

County by advocating and supporting the need for theeducation industry sector


Ongoing

Continue to support and grow tourism partnerships throughbusiness visitation efforts

All Staff Ongoing

Support and expand relationships with chambers, designatedpartners for regional economic performance and businesscommunity through Cumberland Valley Alliance, programcollaborations and participation

All Staff Ongoing

Cultivate relationships with local and travel media Communications

Staff

Ongoing

Activity Milestones Increase investor growth, lead generation, capital investment

Meet annually with members of each municipal government

Monthly visits to each downtown

Grow golf event revenue and participation

Host Quarterly Cumberland Valley Alliance meetings

Develop and host an annual economic development summit

Create B2B events calendar by 2nd Quarter 2016

Goal 1

Goal 2

Goal 3


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Chapter 5 AppendixBAC - Brand Advisory Committee

BLS- Bureau of Labor Statistics

CC Chambers- Cumberland County Chambers of Commerce

includes Carlisle Area Chamber of Commerce, MechanicsburgArea Chamber of Commerce, Shippensburg Area Chamber of

Commerce and West Shore Area Chamber of Commerce

CCHRA- Cumberland County Housing and Redevelopment

Authorities

CCHS- Cumberland County Historical Society

CCIDA- Cumberland County Industrial Development Authority

CCPD- Cumberland County Planning Department

CYALDG- Cumberland York Area Local Defense Group

DCED- Pennsylvania Department of Community and Economic

Development

DCNR- Pennsylvania Department of Conservation and Natural

Resources

DEP- Pennsylvania Department of Environmental Protection

EDA- Economic Development Administration

FMWR- Family, Morale, Welfare and RecreationGHAR- Greater Harrisburg Association of Realtors

MANTEC- Manufacturing Technology Consulting

MARO- Mid Atlantic Regional Office for the Appalachian Trail

MATPRA- Mid Atlantic Public Relations Alliance

PA L&I- Pennsylvania Department of Labor & Industry

PABBI – Pennsylvania Association of Bed and Breakfast Inns

PATT- Pennsylvania Association of Travel and Tourism

PDA- Pennsylvania Department of Agriculture

PennDOT- Pennsylvania Department of Transportation

PREP- Partners in Regional Economic Performance

PRLA- Pennsylvania Restaurant and Lodging Association

PSU- Pennsylvania State University

SBA- Small Business Administration

SBDC- Small Business Development Center

SCWIB- South Central Workforce Investment Board

STR- Smith Travel Research

USAHEC- US Army Heritage and Education Center

USCB- United States Census Bureau

USDA- United States Department of Agriculture

Strategic Economic Development Plan for Cumberland County

Documents

Transcript of Strategic Economic Development Plan for Cumberland County